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| Criterion |  Decision Making Decision Tree |  Facilitation Alignment Mapping |  Decision Making Option Framing |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-2 h | 45-120 min | 45-90 min |
Participantsdifferent | 1-6 | 4-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Alignment Map, Open Issues, Decision Questions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | AlignmentStakeholdersStrategyFacilitation | OptionsDecision framingStrategyComparison | FacilitationOptionsDecision |